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Project Management in Agile Organizations - Stage Gate and Agile

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  • 1. 1 Stage gate process and agile NFI - Project Management in Agile Organizations @ Tele2
  • 2. Goal • To understand how (and when) a stage gate project model and agile can coexist. 2NFI - Project Management in Agile Organizations @ Tele2
  • 3. Stage (Phase) Gate model 3NFI - Project Management in Agile Organizations @ Tele2 NASA 1960 PROPS 1987 COOPER 1999
  • 4. Tele2 Gate Model 4NFI - Project Management in Agile Organizations @ Tele2
  • 5. Agile Software Requirements Dean Leffingwell NFI - Project Management in Agile Organizations @ Tele2 6
  • 6. Gated model to steer project. 7NFI - Project Management in Agile Organizations @ Tele2 We have an idea, lets check if it works – ROI? It seams to work Detailled plan and ROI, lets go! Check if we’re on track Develop- ment done! Handover done, project close. Business Development/production
  • 7. Reduce uncertainty. NFI - Project Management in Agile Organizations @ Tele2 Project closure Project analysis Project planning Execution Establishment Execution Realization Execution Hand-over TG1 TG5 Time Go/ No-go Project Delivery Precision TG2TG0 TG3 TG4 Uncertainty Time, Cost and Scope TG2 – A key investment decision Business Value 9
  • 8. Manage Uncertainty 10Agil Projektledning, Knowit 2013-06-03
  • 9. Time 2 market? 11NFI - Project Management in Agile Organizations @ Tele2 Preparation Execution Preparation Execution
  • 10. Time cost and quality 12NFI - Project Management in Agile Organizations @ Tele2
  • 11. Lean Software Development Mary and Tom Poppendieck 14NFI - Project Management in Agile Organizations @ Tele2 1. Eliminate waste 2. Amplify learning 3. Decide as late as possible 4. Deliver as fast as possible 5. Empower the team 6. Build integrity in 7. See the whole
  • 12. 15NFI - Project Management in Agile Organizations @ Tele2
  • 13. Maybe like this? • Gate 0 – 1 – Define Product and Architectural Epics – Risk focus – Risk eliminating sprints • Gate 1 – 2 – Break down Epics to Features – Prioritize focus – Release planning – Prioritized sprints • Gate 2 – 4 – Break down of Features to Stories per sprint – Continuous sprint releases – Sprint retrospectives • Gate 4 – 5 – Project finalization – Project retrospective 16NFI - Project Management in Agile Organizations @ Tele2
  • 14. DeLaval Software Program – Break down of a project Idea Concept Development Launch BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8 Project Epics (Architectural & Prioritized Business) Releases (Integration order) Cost per Epic (yearly budget) BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8 Idea Concept Development Launch Architectural Epics Business Epics Quality Improvements Epics Shorten lead times for first time delivery of customer value, PSI multiple times during project life-time Shorten lead times for first feedback, opportunity to adapt to changing demands and possibility to close a project without sunk-cost, etc
  • 15. This requires • Active “customer” • Improved release procedure (Goal = Continuous integration) 18NFI - Project Management in Agile Organizations @ Tele2
  • 16. Minimum viable product The benefits of delivery value throughout the project
  • 17. Traditional vs agile 20
  • 18. Idea & Analysis 21
  • 19. Don’t deliver something useless 22
  • 20. Deliver value 23
  • 21. Feedback & Improvement 24
  • 22. 25
  • 23. 26
  • 24. 27NFI - Project Management in Agile Organizations @ Tele2
  • 25. Agile ROI 28NFI - Project Management in Agile Organizations @ Tele2
  • 26. Project Portfolio Kanban 29NFI - Project Management in Agile Organizations @ Tele2
  • 27. ATM Project Plan 30Agil Projektledning, NFI 2013-04-19
  • 28. Gate 0 Feasibility Study Start Gate 1 Project Inception Start Gate 2 Project Implementation Start Gate 3 Project Change Gate 4 Project Handover Start Gate 5 Project Closure Purpose Investigate the feasibility of an idea. Approve project inception; Ensure clarity of purpose, business drivers and scope. Commit sponsorship and allocate resources for the project. Approve implementation plan. Verify requirements, capability to deliver, and ensure that receiving organizations are committed to handover. Decide on proposed changes that impact time, scope or budget. Verify fulfillment of deliverables according to G2 (or G3) requirements, and initiate handover to the receiving line organizations. Ensure handover to the receiving organization completed , and close the project. Gate Criteria - Project Directive - Business Case (initial) - Financing secured (incl cost split for countries) - Commercial Specification (if product project) - One Pager - Project Directive (updated) - Business Case - One Pager - Feasibility Study Report - High Level Requirements - Solution Description - Commercial Specification - IP Submitted - Project Definition (incl. Handover criteria) - Requirement Specs - Solution Description (SAC approved) - Master Test Plan - Business Case (updated) - G2 review performed - IP approved Impact Analysis on: - Scope - Budget - Schedule - Organization - Market window - Other projects - Risk analysis - Business Case (updated) - Deliverables as defined in G2 (or changed in G3) ready for handover - Test Report - Solution Description (updated) - Handover completed & approved by receiving organizations - Project Closure Report - Final Test Report - Business Case (updated) Output - Start feasibility study - Project Manager assigned - Steering Committee members appointed - Project Inception phase starts - Scope, timeline and budget frozen - Project resources identified and committed by line manager - Orders can be placed and Change Requests can be realized - Scope changed - Budget changed - Time plan changed - BC updated - Changes committed throughout the organization - Project initiates handover to line organization - Delivery fulfillment approved - Project ready for launch (if not already launched) - Line organization empowered to maintain the deliverables - Best practice captured Deciding Body CCO &CTIO: Project Board Local Mgmt Team or MAD Note: FS closure decision by Steering Committee CCO &CTIO: Project Board Operational: CTIO Board (BIT/NO Mgmt Teams) Local: Local Mgmt Team or MAD Steering Committee Steering Committee IF affecting more then one other project brought up to Project Board. Steering Committee Steering Committee Gate Model Overview
  • 29. 32NFI - Project Management in Agile Organizations @ Tele2 Project reporting
  • 30. Gantt 33Agil Projektledning, NFI 2013-04-19
  • 31. Projekt Burn Down 34NFI - Project Management in Agile Organizations @ Tele2 Done customer or stakeholder value (Epics or Functions)

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